• Login

Articles by James A Robertson and Associates

SNw 037 Unlocking the TRUE potential of ERP -- 100 x the norm
Created by James on 6/18/2013 3:56:40 PM

I constantly find myself faced with a disconnect between the value that I KNOW from EXPERIENCE can be unlocked with a really high value ERP implementation and the expectations of the industry

My methods have been developed and proven over 26 years and have, on a number of occasions, delivered exceptional outcomes -- recently a client of mine was able to increase turnover by 25% by securing a major, highly prestigious new international account as a consequence of strategic capability that I had conceptualized, designed and seen implemented -- the client was able to do things that none of their competitors could do

The competitive advantage was achieved by a modest investment in precision configuration coupled to a piece of "clever" strategic customization that enabled a standard module of the ERP to be used for a purpose that its designers had never visualized -- one implementer told me it could NOT be done :)

A few years ago another client walked away from such a potential opportunity because they claimed that I did not know what I was doing

After I recovered from the shock I increasingly came to realize that my methods WERE radically unconventional and NOT understood by the ERP industry at large and the majority of clients but continued to work with visionary clients who were looking for something different and better

In 2010, while undertaking a Pulse Measurement (short executive level diagnostic investigation -- email me for information) into a failed big brand ERP implementation I discovered to my surprise that niether the implementer fraternity NOR the Big Brand ERP Software vendor fraternity understood the concept of Precision Configuration, let alone its potential to add huge value to the client.  Having shown a team in a walkthrough the second worst Chart of Accounts I had EVER seen I was told that "... (the name of the ERP) is so powerful it can handle that" -- with that the Vendor representative went on to assure me that their "best practice Chart of Accounts is NOT that much different" -- I asked to see this "best practice Chart of Accounts" and was shocked to discover that he was right -- it was NOT much better

At that point I finally realized that the ERP Vendors and Implementers really do NOT know how to implement their software to best effect

In that case I rated the implementation about 1 out of 10, the Vendor and Implementer rated it about 4 out of 10 -- slightly sub-optimal -- I concluded that my approach to configuration delivered an outcome that was about 3 x the value that they could unlock and that with my approach to strategic customization I might achieve 6 x their value

Over the last few years I have come to understand that I was WRONG


The TRUE difference is closer to 100 x the value if not more -- the vast majority of ERP implementations are massively pedestrian, mediocre, sub-standard according to my view of things and this is a DIRECT consequence of the methods and approach that are used

This article discusses why this is



The following factors, in my experience, are driving ERP implementation mediocrity and need to be overcome in order to achieve high value outcomes:


1. DO NOT know it is possible

The simplest explanation is that executives and ERP professionals do NOT know it is possible.  Executives sort of believe it because that is what they are dreaming of but most have been repeatedly disappointed -- this is behind the statistic of "19 out of 20 ERP Implementations do NOT deliver what was promised" reported by the Financial Mail some years ago.  As a consequence most Executives now doubt whether it is possible.  Most ERP professionals think that strategic value is unlocked with their technology and do not begin to comprehend the true competitive dynamics of a high value, competitive edge solution

2. Inappropriate Governance

The most significant critical factor giving rise to 19 out of 20 ERP projects NOT delivering what was promised is inappropriate governance -- the ERP and the ERP project report into someone other than the CEO who IS the custodian of the integrated view of the business -- ERP under the IT Manager (aka the CIO) reporting into the CFO, the model adopted in something like 70% of organizations, is one of the biggest sources of strategic ERP implementation failure -- visit:

   https://attendee.gototraining.com/9j1k2/recording/1671905634347776512 for a presentation on this topic

3. Operational investment focus

The next hindrance to unlocking value is the almost universal emphasis in ERP investment cases (benefits realization, return on investment) on favouring second order operational benefits such as head count reduction and improved workflow control with complete disregard for strategic benefits like "enable the business to double in size in x years through ..."  Head count reduction is a possible output of a well implemented system BUT dramatic strategic growth that creates employment for staff that would otherwise have been made redundant is a MUCH better option,  As a simple rule of thumb, if you need to employ a consultant to tell you what your ROI is on an ERP investment the answer is there was NONE -- the ONLY litmus test of success is the private opinion of the CEO looking you squarely in the eye OFF THE RECORD

4. No concept of how to deliver strategic advantage

Listening recently to someone extolling the "strategic" benefits of "THE CLOUD" I realized that most technology people, including those who claim to be business solution focussed, do not BEGIN to comprehend how strategic value is unlocked.  The ERP industry plays almost universal LIP SERVICE to "strategic" with absolutely NO concept or method to determine what that means, let alone achieve it -- this is the fundamental difference between the approach that I am advocating here (and which I apply) and the industry norm

5. Lack of a holistic Integrated Business Information Systems view (IBIS)

The majority of ERP implementations are glorifed accounting suite implementations with limited focus on industry specialty components.  Since the accounting modules on their own will deliver only a limited strategic value it is apparent that a holistic end to end view of EVERY possible systems component to support the FULL scope of the enterprise is VITAL to achieving a high value outcome.  Tight sharing of information (aka integration) end to end across the business, accomplished by highly structured common code schemes between ALL software modules coupled to human to human cooperation and communication are a VITAL requirement for a high value strategic outcome of any ERP implementation or operation

6. The CRITICAL role of the strategic solution architect

The role of the Strategic Solution Architect as a strategic advisor to the CEO with NO commercial interest in the services and software provided coupled to a deep and mature intuitive understanding of strategy, business AND ERP and the ability to communicate with the CEO and other client executives as well as with Implementer Executives at a peer level is absolutely critical and is NOT understood by the majority of implementers OR clients.  The absence of this individual will cripple the possibility of a high value strategic outcome.  This person MUST be able to quickly and accurately discern the essence of the business and how it thrives AND translate that into a high level system configuration and customization concept which they can then oversee through to a practical working solution.  Clients doing it themselves without this person is ONLY valid if they have such a person in-house -- this is a "greybeard" -- someone who has done it repeatedly STRATEGICALLY

7. The commercial model of implementation is diametrically opposed to a high value outcome

Virtually the entire ERP implementation industry operates on a basis of what I term "the audit model" -- that is low cost, inexperienced "consultants" (bodies) placed on site 8 hours a day five days a week with limited supervision and billed flat out at rates which are exhorbitant relative to their salaries -- even when they are older most of these "consultants" do NOT really understand ERP OR business and they constantly look to client personnel for direction resulting in the continuous whine "but the client told me". 

This contrasts with the critical role of very experienced, mature experts who provide limited input but clear direction into every aspect of an implementation.  In the traditional model many times the "consultants" do what in practice senior client personnel SHOULD be doing IF the implementation was strategically focussed.  This model relies heavily on client personnel to oversee and direct the "consultants" thus making it possible to blame the client for just about everything that goes wrong

8. The average rate approach

To offset the high rates charged for junior personnel Implementers frequently "discount" the rates of their senior people to "balance" the equation through an "average" rate approach -- problem is that the senior personnel only put in very limited amounts of time generally so that the Implementation is fundamentally strategically deficient -- it is vital to contract senior personnel and limit the use of inexperienced juniors.  This average rate approach disincentivizes the Implementer organization from involving senior personnel UNLESS the client insists on contracting in this level of experience at the negotiation stage of the project AND is willing to pay appropriately for it

9. Process and "as is" obsession

Prehaps the single biggest obstacle to unlocking strategic value is what I have come to term "process (workflow) obsession" -- every ERP project HAS to start with detailed process mapping -- doesn't it?


Optimized workflow specification is an OUTPUT of an ERP project and NOT an input -- high level strategic DISCOVERY is an input -- an experienced consultant only needs a few limited interviews and demonstrations focussed on what the client does DIFFERENTLY to understand enough about the way the client business operates in order to give strategic direction.  Interactively and iteratively developed precision configuration including hierarchical code schemes for everything from the Chart of Accounts to the Product / Item Classification / Group to a plethora of carefully strategically defined attributes on the Personnel, Customer, Product, etc master records IS a fundamental requirement at the start of the project TOGETHER with a five to ten year strategic view of how the CEO wants the business to operate in the future.

Documenting the "as is" is an exercise in total futility -- what is the point of producing detailed technical drawings of a building one is about to demolish?  In addition process and "as is" focus attention on operational issues when it is STRATEGY that matters -- ONCE the solution is closely aligned with the strategy -- the essence of the business and how it thrives -- in simple, practical plain English the operational efficiencies will FOLLOW!

10. Technobabble

The ERP and IT industry is fraught with technobabble -- meaningless marketing jargon like "THE CLOUD" that causes executives to feel ignorant and inadequate and therefore back off and abdicate in favour of Technogeeks who totally bamboozle executives with meaningless gobbledygook.  Recently, as I sat through a presentation by a techno lover extolling the virtues of their "cloud" solution I experienced a numbing intellectual sensation telling me I was an idiot until I challenged the speaker to explain to me in plain technical terms what he was talking about -- a message that he had great difficulty understanding -- eventually I found out that his company was offering a large hosting service in which multiple customers shared a common high end database so that they could see each others data -- thirty years ago that was called a "Computer Bureau"!!

Having dragged an explanation that I understood out of the speaker I did not think to ask him what would happen if my clients competitors were ALSO hosted in this "cloud" and a disaffected Bureau staff member gave them access to my clients data which was now so accessible!  This is just one of endless examples of how the ERP and IT industry generally confuse executives into major expenditure out of fear of looking stupid.  It IS possible that remotely hosted shared servers and databases ARE potentially to the strategic advantage of certain organizations BUT do NOT use jargon to sell it

11. Sloppy configuration

Take a few minutes to look at the master data in your ERP (or your accounting system), probability is that it constitutes what I term "sloppy configuration" -- a poorly structured or even completely unstructured list that makes NO practical sense from an executive summarization and reporting perspective -- email me for a copy of my Taxonomy Manual and other newsletters to better understand this term.  Sloppy configuration is validation data that does not bear any logical structured relation to the real world, requires massive intellectual effort to memorize (you CANNOT make sense of it) and creates employment for hundreds of thousands of IT and ERP contractors around the world on an ongoing basis.  Precision configuration was what created the platform for the 25% growth example I cited above once coupled to "clever" strategic customization.

Sloppy configuration is what makes the ERP support industry go round so profitably.  Sloppy configuration is why CEO's complain to me "Dr Robertson, I have spent millions on this system and yet IT tell me they cannot give me the answers to my questions even though I KNOW that the transactions are being processed".  In the absence of executive level strategically focussed highly structured configuration ERP operation is FORCED to degenerate to operational support only and because of the LACK of a structured TOP DOWN design approach every silo in operations hacks their bit together the way that suits them

12. Confusion regarding valid customization

Once one has set foot on the sloppy configuration path -- which is the vast majority of ERP implementations -- one has, perforce, set foot on the road to sloppy customization -- all sorts of little bits and pieces OUTSIDE the ERP to compensate for the things that the sloppy configuration has made necessary -- in this context please recognize that EVERY SPREADSHEET constitutes custom development -- Excel is an EXTREMELY sophisticated software development platform almost universally used by badly trained and badly disciplined programmers the majority of whom frequently sit in the accounts department -- large organizations run their financial consolidation and reporting in and out of Excel and many a CFO has built an empire based on Commerce and Accounting Graduates who maintain and operate large informal customized software solutions in Excel because of sloppy configuration.

I have met powerful CFO's whole rule their empire with a rod of iron and are regarded as indespensible as a consequence of the massive amounts of customization they have originated through their inappropriate implementation decisions. 

In contrast, valid customization comprises carefully designed and expertly built, limited scope pieces of software that harness the intelligence in the precision configuration tables in ways that create high value solutions that are unique to the client organization and which truly CANNOT be accomplished any other way -- this is how I opened the door to the 25% increase in turnover mentioned above

13.Lack of awareness of the benefits of strategic customization

Because of the almost universal experience of chronic mediocrity in ERP implementations there is an equally almost universal lack of awareness of the power of the point just made.  A strategically configured and implemented IBIS (ERP+) that includes ALL the systems required to run the business with harmonized code schemes across the ENTIRE software platform creates the opening for small pieces of what I call "strategically clever software" to be designed and built.  These pieces of software may only take a few days to conceptualize and specify and a few weeks to build but, by harnessing the FULL power of the ERP and other software elements, they open doors to strategic opportunities that most clients and ERP implementers do not even begin to consider exist -- although, as mentioned above, many executives DID once dream of these things only to have their hopes dashed by the grossly inefficient ERP implementation industry

14. Sloppy CONTRACTS with no accountability

Coupled to all the above the ERP implementation industry is rife with sloppy contracts where "change of scope" and massive budget and time overruns at client expense are the order of the day.  There ARE rigorous processes that can be followed to take the business and bidding Implementers through a robust and rigorous procurement process that will result in a fixed price, enforceable, high value outcome contract that WILL deliver -- central to this is a highly experienced strategic advisor to the CEO.  A well balanced contract will share risk equitably between the Implementation Contractor and the Business in such a way that experts can manage each aspect of the contract to achieve a successful outcome

15. Unconscious incompetence is EVERYWHERE

The last and, perhaps the most serious problem, in this whole mix is the massive level of unconscious incompetence that occurs throughout the industry -- clients think they can implement huge integrated systems using own staff and without involving experts on the software and implementation methods -- Clients AND Implementers think they can tackle huge projects without the necessary high level independent strategic advisory guidance -- Implementers KNOW they can hack it and get away with it nearly all the time and take it with good grace when they get caught out now and again -- when you don't know what you do not know ... well, you don't know what you do not know so HOW do you expect to achieve a high value outcome? -- staffing a project team with the the people most knowledgeable about the business and the people most knowledgeable about the software together with a skilled translator and facilitator to ensure a HIGH VALUE meeting of minds is THE ART of high value ERP implementation
print[MAKERATING] The comment feature is locked by administrator.
Sort by:

Random Selection of Articles by Dr James Robertson

Cnf 068 Discovery -- An Essential Element of SOA Implementation

The importance of effective discovery and the issues that arise from inaccurate discovery including understanding the importance of communication in the first hour of engagement
SNw 039 Strategic Essence: The Missing Link: Overview

Overview of the main points of the series of articles on strategic essence, strategic essence being "the essence of the organization and how it thrives" and focused on the "right things" for the organization to do and then on doing those things "right" in accordance of the definition given by Professor Malcolm MacDonald
Cnf 082 A strategic approach to corporate planning, management and governance

Considerations with regard to governance of information technology and business systems taking account of the abstractness of information technology solutions
Cnf Shw Showcase of Conference Presentations

The following presentations  best represent my conference speaking experience and technique each presentation is tailored to the subject matter of the conference, all follow the same broad theme of the importance of strategy, the factors that cause failure and the critical factors for success, most relate to the Business Information Systems / ERP / IT field although some branch out into related topics drawing relevant parallels as a former member of the Professional Speakers Association of Southern Africa and former Toastmaster presentation technique, animation, etc are reasonably well developed and refined -- I specialize in talks that at some level challenge the status quo and raise the bar in the subject under discussion

Subscribe to our StratNews newsletter

Click here to send us an email subscribing to our free newsletter -- all articles posted by James Robertson will be emailed to you

Dr James A Robertson PrEng The ERP Doctor

Business Systems NOT delivering?

Call the Business Systems Specialist

Dr. James Robinson

Dr James A Robertson -- has been involved in the effective application of Business Information Systems, including but NOT limited to ERP, since 1987 and in the profitable and effective use of computers in Business since 1981.

Drawing on a diversity of experience, including formal military training in Quick Attack techniques at the Regimental Commander level, Dr Robertson has developed highly effective methods of investigating any sub-optimal Business Information Systems situation -- be it an established system or a stalled project or any other source of Executive frustration -- quickly and concisely diagnosing the root cause of the problem and prescribing concise practical actions that Business Executives can effectively act on see the Pulse Measurement page and also the Sample Reports page for redacted real reports.

He has also developed highly effective methods of strategically enriching systems to unlock the full potential of existing investments, see the Precision Configuration page and couples this to architecting small pieces of clever software that harness the full potential of your investment, see the Software page.

If you are having problems with your systems, your project or your IT Department, call The Business Systems Specialist

Business System Failure is RIFE -- we offer insight into why this happens AND WHAT is required to prevent it.

Failure is at epidemic levels with massive damage done to client companies -- if you are NOT aware of the extent of the problem please visit the About Failure page for a catalog of major failures running to billions of Pounds and Dollars.

All evidence indicates that the established players do NOT know how to deliver stable, reliable high value solutions that WORK.

There HAS to be a better way!

This website provides information relating to that way with a large collection of white papers, presentations, standards documents, etc that you can use to start bringing the situation under control

We also offer high level advisory services with regard to the application of the principles advocated on this website

We offer an ENGINEERING APPROACH to addressing these issues

Click here to read more about the Engineering Approach

By Engineering I mean the formal, structured, highly disciplined, highly systematic, highly practical approach that consistently delivers results in ALL areas of human endeavor where formally trained and certified engineers are the ONLY practitioners permitted to operate -- think large buildings, factories, motor vehicles, aircraft -- highly complex systems that work at a level that we take it for granted that they WILL work and where failure is all but unthinkable and, when it happens, attracts immediate public attention and rigorous investigation directed at ensuring that such failures are prevented in the future -- in fact, everything that the management consulting industry that implements complex software systems is NOT

This approach is discussed further on the Engineering Approach page.

Book -- The Critical Factors for Information Technology Investment Success

In 2003 I undertook an in-depth analysis of all the information and experience that I had gathered with regard to the factors giving rise to Business Information System failure including ERP and general IT and classified this information into a number of categories including "The Factors Causing Failure" and "The Critical Factors for Success" based on this I developed a two day Course "The Critical Factors for Information Technology Investment Success" which is still offered today.

Based on this I wrote the book of the same name, which is available in electronic form here for download:

Connect with James Robertson on LinkedIn

James has a very detailed profile on LinkedIn should you require further information about him.

You can also connect with him on LinkedIn at http://www.linkedin.com/in/DrJamesARobertsonERPDoctor

James has an open networking profile -- click on "Connect" and use email address James@LinkedIn-at-JARA.com.

Contact Us

You can contact us on

Email: James@James-A-Robertson-and-Associates.com

LinkedIn at http://www.linkedin.com/in/drjamesarobertsonerpdoctor

Facebook at https://www.facebook.com/james.a.robertson.393

Mobile: +44 (0) 776-862-2875

Landline: +44 (0) 207-059-0007

Fax: +44 (0) 844 774 4580

Articles by James A Robertson and Associates

There is a large body of white papers, articles and other content produced by Dr James Robertson available on this website

Please click here to visit the detailed listing of articles

Random Selection of Articles by Dr James Robertson

Web 03 Strategy -- What is it and HOW do you develop actionable plans?

A detailed discussion of strategy, determining strategy and presentation of a method that enables organizations to develop a comprehensive measurable and actionable strategic plan with resource estimates and key performance indicators in a structured and systematic method that also provides measures of alignment or lack of alignment and provides a basis to facilitate alignment
SNw 049 Strategic Essence: The Missing Link: Part 4 -- The Essence should be the Point of Departure

The strategic essence of the organization should be the point of departure AND the focal point of every business information systems project -- THIS is the component of the business that should be jealously protected, strengthened and enhanced and it is the part of the business that is most vulnerable to bad decisions and botched projects
Std 008 Procurement: 00e File Table of Contents

The tender documents are issued in one or more large files, this is the table of contents for the file

ArticleTagCloud for Articles Published by James A Robertson and Associates

7 steps to FIX your ERP      80:20 regarding software replacement      aborted projects      abstract      abstractness      accounting      actionable      adjudication      Advantage Data Transformer      advisory      agreement      all possible classifications      all reports      all software elements required      all spreadsheets      all tasks required to execute the project      Alpha Omega      analysis of data      analytics      animation      answers to the questions we have NOT yet thought to ask      Armscor      arrogant ignorance      art of strategic business information system project leadership      ASCO      attendance register      attorney      audit      audit cost reduction      bankrupt organizations      basis for achieving alignment      basis of payment      basis of pricing      better way      bid adjudication      bid adjudication score sheet      bid compliance      bid compliance checklist      bill of materials      bill of services      BIS      BIS failure      BIS success      boots in the mud      BPM      BPM dangerous      BPM distracting      BPM ineffective      brainstorming      break it until it does NOT break anymore      break it until it will NOT break any more      budget      budgeting      business engagement      business executives      business improvement      business information system      business information system failure      business information system success      business information system taxonomies      business information systems      business information systems procurement      business information systems projects      business integration      business intelligence      business intelligence models      business knowledge and experience      business participation      business process      business process mapping      business requirements focused      business requirements specification      business simulation laboratory      business systems      business systems laboratory      business understanding      by the book      care      case studies      case study      CEO      CEO -- project leader communication      CEO as custodian      CEO definite views      certificates      challenges      challenging presentations      change facilitation      change for strategic reasons      chart of accounts      classification schemes      clever software      client changing scope      client compact      clinical codes      coaching      Cobol      COBOL CAN be retained      Cobol still viable      code schemes      coding conventions and standards      cognitive span      collapse      communication      competitive advantage      competitive advantage through precision configuration      competitiveness      compiler      complexity      compliance      compliance checklist      comprehensive testing      Compuware      conference speaking      conferences      confidentiality      configuration      consultant NOT delivering what required      contract      contract certificates      contract law      contracting      contractors      corporate planning      cost      cost-quality-time      CPT 4      CPT4      critical factors      critical factors for IT investment success      critical factors for success      critical factors for technology success      critical human foundation      critical issues      critical issues analysis      critical requirements      CRM Risk Control      cubic business model      custom development      custom software      customer focused      data      data content      data engineering      data entities      data warehouse      DB2      definitions      design against failure      design and development      design for success      determination of strategic essence      determining strategy      diagnostic code      diamonds in the dust      differentiated      differentiation      diffusion of innovations      discovery      dislike of failure      dispute resolution      do NOT change systems because of alleged software redundancy      do things competitors could NOT do      document pack      Dr James A Robertson      Dr James A Robertson PrEng      dramatic benefits      dramatically improved strategic management information      driver of success      Dunning-Kruger effect      ease of use      economic collapse      economics      effective communication      effectiveness      efficiencies      efficiency      efficient filing of emails      eliminate light bidders      email      engineer against failure      engineered data      engineering      engineering approach      engineering approach to strategy      engineering failure      engineering laboratory      engineering services      engineering solution design      engineering techniques      enhance differentiators      enhance the differentiators      enhancing the value of your present investment      ensuring project success      enterprise resource planning      ERP      ERP configuration      ERP failure      ERP procurement      ERP success      ERP taxonomies      ERP value      essence IS different      essence of business      essence of the business and how it thrives      ethics      examples      exceptionally bad code design      executive briefing      executive briefings      executive custody      executive decision support      executive engagement      executive forum      executive frustration      expose hidden agendas      facilitation      factors causing failure      factors causing IT investment failure      factors causing technology failure      factors to manage for success      failure      failure to address soft issues      fashion      file table of contents      Financial Information System      financial information systems      financial management      fixing your ERP      focus for projects      folder design      foundation for delivery      full training      functional entities      future      Gantt Chart      gap analysis      general ledger      George Paton      go-live      go-live certificate      governance      governance = care      governance failure      group consolidation      Group Consolidation Chart of Accounts      growth      gut feel factors      hand holding      harshest judge of governance      hate failure      head count reduction      health management software      hierarchies      high level requirements      high road      high value      high value implementations      high value solutions      high value systems implementation      highly effective chart of accounts      holistic view of solution      how do you achieve executive custody      how the organization differentiates itself      how to      how to do it      huge opportunity      human foundation      hype      Hyperion      IBIS      ICD 10      ICD10      importance of executive custody      improved management information      in-box rules      incremental enhancement of existing systems      ineffectiveness      inefficiency      information required from third party suppliers      information technology      information technology failure      Information Technology Strategy      information technology success      Informix      in-house courses      innovative software solutions      innovator      inside head of CEO      insightful      instructions      intangible      integrated business information system      integrated view of business      integrity      intelligent data      interactive training material      interview      invitation to bid      isolated CEO = explosion      IT      IT and strategy      IT Audit      IT failure      IT governance      IT lies      IT management      IT mythology      IT non-performance      IT people who lie      IT personnel socialization      IT procurement      IT projects that fail      IT strategy      IT systems      IT systems procurement      IT the harshest judge of governance      James Robertson      Jof Nelson      key performance indicators      Kirsten Speer      knowledge management      laboratory      lack of an engineering approach      lack of precision configuration      lack of strategic alignment      lawyer      leadership      legal agreement      legislation      lies      list of required software      listen carefully      litigation      logical entities      loss information      low road      loyalty      MacDonald      maintain code schemes      maintenance      maintenance management      Malcolm McDonald      management      management information      managing contractors      manual      marketing hype      master data      master data classifications      master test data      mature facilitation      mature facilitator      measurable      measures of alignment      mentoring      Microsoft Outlook      misrepresentation      missing link      mistique      morals      Munich      mystique      mythology      new future state      New South Africa      no drill down      non-disclosure      NOT classic project management      obsolete is a fashion statement      obsolete software      old software IS viable      once software works it always works      on-line seminars      opportunities      opportunity to turn the economy around      organizing Microsoft Outlook      orientation of IT staff      own business experience      passion to enable clients to thrive      people are part of the system      personality matrix      planning      platform for a tough contract      precisio      precision      precision configuration      precision configuration advisory      precision configuration leadership      precision data      precision taxonomies      Predictive Index      preparatory steps      prescribed table of contents      presentation technique      presentations      preventing failure      preventing falure      preventing project failure      pricing      principles      problem statement      procedure code      process      processor ignorant of language      procurement      procurement timeline      professional speaker      Professional Speakers Association of Southern Africa      profitability      programming languages are for the programmer      project facilitation      project leader      project leader -- CEO communication      project leadership      project management      project management IT project management      projects      prove it works      PSASA      psychology      psychometrics      public conferences      public presentations      public speaking      Pulse Measurement      quality      REAL issues in Business Information Systems      REAL value      recognizing failure      redaction      reduced audit costs      reduced head count      reference documents      Reg Barry      regulatory body      relationship Almighty      relationship orientated      remediation of existing systems      Rennies Group      reports      reports not reliable      request for proposal      requirements specification      results orientated      RFP      right things      rigorous process      rigorous strategic planning      risk management      Robert Priebatsch      robust business information systems procurement      robust business systems procurement      robust contracts      robust procurement      robust solutions      SAICE      SAP ABAP is similar to COBOL      scheduling procurement      scientific professional      score sheet      screen design      seminars      SEPT      service orientated      Service Orientated Architecture      simple techniques to enhance business information systems value      simulation      sloppy configuration      SOA      socialization      software      software assets      software design      software does NOT wear out      software is instructions for the bricklayer      software schedule      software specification      software specification standards      solution experience      solution knowledge      South Africa      South African Institution of Civil Engineering      speaking      Spirit Led      standards      strategic      strategic advisory      strategic alignment      strategic analysis      strategic analysis and design      strategic business improvement      strategic custom development      strategic definition      strategic discovery      strategic driver      strategic driving force      strategic engineered precision configuration      strategic engineered precision taxonomies      strategic essence      strategic financial information      strategic gap analysis      strategic governance      strategic information      strategic management      strategic management information      strategic plan      strategic planning      strategic project leader      strategic snapshots      strategic software      strategic solution architect advisory      strategic solution architect leadership      strategic solution architecture      strategically designed chart of accounts      strategy      strategy defined      strategy focused planning      Strategy Snapshot Toolset      StratGap      StratSnap      strengthen differentiators      structured analysis      structured chart of accounts      substantial management information      succeed by engineering against failure      success      successful deployment      survive      system knowledge and experience      table of contents      tailored presentations      take notes      taxonomies      taxonomy      taxonomy software      technology      technology failure      technology issues      technology management      tender document pack      tender pack      tender pack table of contents      test data      testing      The Critical Factors for Information Technology Investment Success      the Critical Factors for Success      the essence of the business      the essence of the business and how it thrives      the essence of the organization and how it thrives      the factors causing failure      the first hour      The REAL Issues in Business Information System success      things right      third party suppliers      third world countries      thrive      time      tipping point      tough certificates      tough contract management      tough contracts      tough procurement      tough terms      training      training material      treatment code      understanding of data      understanding the engineering approach      Uniface      unlocking value      use different languages for new components      V3 Consulting Engineers      validation data      value      versus process      video      webinar      webinars      weighted factors      what is executive custody      what is strategy      what is the essence of this organization and how does it thrive      what to do      where is IT going      why executive custody is required      why the organization exists and how it thrives      why your business information system is NOT delivering and HOW to FIX it      why your ERP is NOT delivering and how to fix it      workflow      writer     

Search Articles

Table of Contents


About Dr James A Robertson PrEng -- The Business Systems Doctor -- and Other Topics

Catalogue of Major Business Information System Failures

About the Engineering Approach

James Robertson's Value Add

Attributes of a HIGH VALUE solution

Recognizing Business System Failure

The Critical Human Foundation

Old Software IS Viable

From South Africa

Competencies of Dr James A Robertson PrEng

About Professor Malcolm McDonald

Table of Contents

About my relationship with the Almighty Creator, Yah the Eternally Self-Existing

Comments relating to the Business Systems Industry and other topics

Testimonials and other positive material regarding James Robertson

Reference Articles

List of Articles

Article Catalogue

Achieving High Value Business Information System outcomes

Executive Custody -- What is it and HOW do you get it?

The REAL Issues in Integrated Business Information System Success

Part 1: Introduction

Part 2 -- Mythology and Lack of Executive Custody

Part 3 – Strategic Alignment and Precision Configuration

Why your ERP is NOT delivering and HOW to FIX it

IT Project Management

Pulse Measurement

CEO Anthony Lee Comments on his experience of the Pulse Measurement

No Charge Guarantee on the Pulse Measurement Service

Examples of Pulse Measurement Outcomes

Critical questions regarding the Pulse Measurement™

The Pulse Measurement Workflow

The Critical Factors for Business System (ERP+) Investment Success in the Pulse Measurement

Indicative Pulse Measurement Durations

What is a JAR&A Pulse Measurement?

Survival of the fittest – why it makes sense to measure the pulse of your business

Examples of Pulse Measurement Outcomes over 24 years

Sample Pulse Measurement Reports


Strategic Essence: The Missing Link in Business Information Systems

Strategic Essence: Overview

Strategic Essence: Part 1 -- Strategy Defined

Strategic Essence: Part 2 -- Differentiation

Strategic Essence: Part 3 -- The Essence IS Different

Strategic Essence: Part 4 -- The Essence should be the Point of Departure

Strategic Essence: Part 5 -- Discovering Strategic Essence

Strategy -- the Essence of the Business: What is it and how do you develop actionable strategic plans?

Simple Steps to Increase the Strategic Value of your ERP Investment

Free Strategic Snapshot Toolset and Manual

A strategy focused planning system beyond traditional budgeting

Tough IT and ERP Procurement and Contracting that Works

Robust Business Systems Procurement

Part 1 -- Introduction

Part 2 -- Bill of Services, Laboratory, Go-live Certificate, etc

Part 3 -- Executive Engagement, Bid Compliance, Adjudication and other matters

Procurement Documents

Guidance and Advisory Services

The Art of Project Leadership

Why Regular Communication with the CEO is Vital

The Business Simulation Laboratory

Precision Configuration and Strategic Business Information Architecture

Precision Configuration based on Strategic Engineered Precision Taxonomies

The JAR&A Cubic Business Model

Highly Structured Strategic Chart of Accounts -- a Vital Element of your Corporate Information Arsenal

The Product Catalogue -- an Essential Element of any Precision Configuration

Attributes -- answers to the questions you have NOT yet thought to ask

Case Studies of Notably Successful Projects with high value Precision Configuration

092 Doing things differently and better -- ASCO Case Study 2-- BPM Summit 2013

088 Strategic ERP Invesment -- ASCO Case Study -- Service Management Conference and Exhibition Africa

026 Information Architecture and Design of FIS for Rennies Group -- Financial Information Systems Conf

018 CRM Risk Control: Designing and Implementing an Integrated Risk Mgmt Sys -- Integrated Risk Mgmt Conf

011 V3 Consulting Eng: Benefits of MIS to Professional Practice -- SAICE 15th Ann Conf on Computers in Civil Eng

Strategically Enriching your Business Information Systems

Part 1 -- Introduction

Part 2 -- Principles of Data Engineering

Part 3 -- Steps in applying these recommendations

Simple Steps to increase the strategic information value yield from your Business Systems Investment

The Full JAR&A Taxonomy Manual

Part 1: Introduction, Problem Statement, Definitions and Examples

Part 2: Why Use JAR&A, Required Knowledge and Experience, Cubic Business Model and Chart of Accounts and Taxonomy Software

Part 3: How to do it, Case Studies and White Papers and other References

Example General Ledger Manual

Business Process -- Irrelevant, Distracting and Dangerous

The RIGHT Approach

Custom Strategic Software Design and Oversight of Construction

Standards for Custom Software Specification

What IS Software?

IT Effectiveness

Organizing Outlook

Critical Factors for I.T. Success

A Moral and Ethical Dilemma -- Systems that Fail

Case Studies examining Business Information System failures

The BBC Digital Media Initiative Debacle

The Bridgestone -- IBM Conflict

Speaking and Training

Showcase of Conference Presentations

Most Viewed Presentations

Briefings and Seminars

Why your ERP/BIS is NOT delivering and HOW to FIX it

ERP and IT Procurement that Delivers Results

The Critical Factors for IT and ERP Investment Success

Other Seminars

Conferences and Public Presentations

Conferences 80 to 99 -- 2009 to Present

Conferences 60 to 79 -- 2005 to 2009

Conferences 40 to 59 -- 1996 to 2005

Conferences 20 to 39 -- 1994 to 1996

Conferences 01 to 19 -- 1989 to 1994

On-Line Seminars (Webinars)

Webinar on Preparing and Presenting Webinars

Contacting James A Robertson and Associates Limited